decisions

But reason has its limits. When groups of missionaries work together on Bible translation, they have to make decisions together. So we try to reason through which decision is best. This works pretty well a lot of the time. But when it comes to translation programs the options are so numerous that reasoning through them becomes difficult. Take a literacy program for example:

Should it be for adults or children?

Should it be for the whole community or only the church?

Should teachers be paid or they should should they be volunteers?

Should primers be sold or given away? If sold, for how much?

How should teachers be recruited? Trained?

Should the classes be at night or during the day?

Should arithmetic be included?

And on, and on, and on.

If any one of these questions is contentious, discussions can stall. Factions can form. Each side develops more reasons to bolster its position. The situation resembles the following chart.

We have reached the limits of reason and persuasion, but nobody has noticed. All evidence to the contrary, both sides still think they can reason their way through the issue.

The reasonable (pun intended) thing to do is experiment. Try A and B, then evaluate the results. Sometimes we find God’s will by doing, in addition to praying and thinking. After all, it’s called walking with God.

I am tying a remote assignment. I work in Bible translation in Ghana, but live in the USA and make several trips a year to Ghana. I’ve asked around. Sometimes this works and sometimes it doesn’t. Why is a bit of a mystery. So we’re trying it then we’ll evaluate.

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As I have written several times on this blog, we tend to think about culture as the things we see – the different clothes, houses, food, etc. But culture goes deep. In recent years I have been particularly interested in two aspects of culture. One is how different cultures view the causes of things. I’ll reserve that one for another blog. This week, I will describe my thoughts and experiences about how different cultures know what is right – specifically, how they decided if a decision is the right one or not.

Many years ago when I worked in Burkina Faso, I was with a colleague from Burkina Faso and we were working with church leaders concerning the translation of the Bible into their language. At one point, one of them asked why something in the language (his language) was written the way it was. Linguistic nerd that I am, I gave him and explanation of the linguistic reasons why the translators were writing it that way. I tried to take out the technical jargon and I gave a couple of examples. I hoped that I had explained clearly. In any case, the man who had asked the question did not look satisfied.

After I finished, my Burkina Faso colleague took on the question from a totally different perspective. He mentioned the linguist who did the research into the sounds of the language, his qualifications and the amount of time he spent. He then moved on to the translation committee including that it represented all the churches. Then he said that it was the translation committee which made the decision on such and such a date after reviewing the recommendations of the linguist and studying options.

The explanation given by my African colleague clearly satisfied the man asking the question whereas mine had fallen flat. The explanation that the people who made the decision were qualified and duly authorized to do so was much more powerful than my explanation of the linguistic basis.

In other words, in that culture a decision is right when the right people make it.

Dedication of translation committees for three languages in Ghana. These are the right people to make decisions about the translations.

In my Western culture, it is important that I check the evidence myself and make up my own mind. So I found this idea that a decision is right if the right people made it very strange, even disconcerting. It didn’t take much thinking to realize that we often do the same in the West, just not to the same degree.

I work in a cultures were people give more credence to decisions made by “the right people”. Conversely, they distrust decisions made by “the wrong people”. The “wrong people” include those not authorized to make the decision by virtue of their position. It may also include those who don’t have expertise.

Creating something sustainable, therefore, necessarily includes getting “the right people” in on the decisions – from how to write the language to what word to use for “salvation”. This was driven home to me once when a translation of the New Testament fell quickly into disuse because key decisions about the translation were not made by “the right people”. Because of that, people distrusted it. But that’s a story for another time.